A useful approach to

this question would be

to outline the key
elements of
Recruitment
and Selection and
then suggest (with
justification) the
respective roles of HR
and line
managers.
Establishing the need
for recruitment: equal
responsibility.
Setting out job and
person specifications.
(Line managers should
have a clear idea of
the roles and
characteristics of the
recruit they need.HR
professionals
will want to ensure
that equal
opportunites are
observed and
thatsuggested total
remuneration does not
present or provoke
difficulties for other
partsof the
organisation.)
Deciding on internal
or external
recruitment and on
the media to be usedis
an
issue likely to be of
more importance to
the HR professional.
They shouldhave
abetter idea of
whether or not
internal recruitment
may be useful or, if it
is not
offered, whether this
will be
disadvantageous in
other respects. HR
professionals
should be up to date
in their knowledge and
understanding of

which, ifany,agencies
might be useful. HR
will at this stage
advise on forms of
selection.
Deciding on the use
of application forms
(and of what style)
and/or of CVs will be
of interest to the line
manager guided by
the HR professional.
Filtering applications
is most likely to be
done by HR, liaising
with the line
manager where
appropriate.
The HR professional
will
recommendapplicants
for shortlisting though
thelinemanager might
be the final arbiter.
HR will make
arrangements, in line
with earlier decisions,
forselection
procedures to be set
up and will usually be
responsible for inviting
candidates tothat
process
.
Selection processes
can take a wide
variety of forms, some
of which do not
needthe involvement
of line managers, but
in some of which that
involvement is crucial.
Decisions on
selection will often be
the prerogative of the
line manager, guided
and scrutinised by the
HR professional.
HR will make the
formal offers and
process matters from
there on, including
induction.

Career development is
not always conducted
in a structured manner
suchas inRecruitment
and Selection above
but it should be and
we will assume a
commonly
used structure through
which to address this
question.
Such a structure may
be to review
eachemployees
progress and potential
at regular
intervals (
Typically, the line
manager responsible
for a number of
employees will meet
with the
HR professional with
particular knowledge
of a range of
employees
in the presence of
asenior
manager or Director
and of the most senior
HR manager or
Director.
These senior staff will
have an
understanding of the
short and long
termneeds of the
organisation and will
seek to be informed of
thepotential for future
advancement of
employees responsible
to the line
managerconcerned
and to attempt to
fit that
potential into long
term plans, including,
where appropriate,
specifictraining and
development (where
these have not
already been put into

action). They must

also make
sure that any gaps
which may become a
consequence of the
development and
promotion of
someemployees are
adequately catered
for, in a timely
fashion, by
development of others
or by recruitment.
The role of the line
manager, assisted by
the HR professional, is
to ensure that the
employees being
reviewed have
appropriate
opportunities for
consideratio forcareer
development and any
consequent training
and that any
subsequent gaps
are catered
for. This should avoid
the line manager
having to lose staff
who might be critical
to the
performance of
whatever part of the
operations the line
manager is
responsible for.
Career development,
then, ought to be
pursued with line
managersandHR
professionals in
partnership.
Consequences, such
as training,
development or
recruitment are
separate from this
question.

addresses the big

questions about how the
best return can be
obtained from the human
resources available now
and in the future.
Organisation
development
Managing the hard
(structure, systems)
and soft (culture,
values) features of the
organisation.

Hr process

Recruitment: Easier
recruitment of betterquality staff - through
external pay

HR strategyA long term

perspective that

People resourcing
Getting the right number
of the right sorts of
people in the right place
at the right time and
ethically getting rid of
them when they are not
needed.
Learning and
developmentCreating
an environment in which
employees and others
associated with the
organisation (contractors,
owners, governors,
associates) get the
necessary knowledge,
skills and attitudes.
Performance
management, reward
and recognition
Creating structures that
attract, retain and
motivate staff;
controllingemployee
costs.
Employee relations
Creating a workforce
that is appropriately
supportive, involved
and engaged with the
business.
Purpode of reward

comparability,
provision of learning
and development
(personal, professional
and career)
Retention: Retention
of the right staff
through pay and
conditions that are
better than outside,
but linking these to
performance, so that
the best people are
encouraged to stay
Motivation: Better
business performance
through motivated
people through
linking reward to
performance and by
developing people
Control: Maintaining
managerial control by
rewarding both
desirable and
undesirable behaviour
appropriately